The UK public sector will undergo a transformation that is unprecedented in its history. It will fundamentally change the way public services are managed and delivered. In times like these, HR’s role is more important than ever.
HR professionals are often frustrated by the lack of influence, recognition or a place at the table.
Does HR have to address this issue or is it external perceptions? I believe that if HR wants to have the desired influence, it needs to take ownership of its destiny and change perceptions by actions, not just words.
HR professionals are in a unique position to lead the reorganisation of the public sector. They should also be the ones who design the new landscape.
It’s not just about the job structure and operational processes. It’s also about having the right leadership, culture and talent to guide and sustain transformation.
This principle also applies to other important challenges such as sustainability or the integration of AI. These issues are not just for the IT or environmental teams. They are deeply rooted within leadership and organisational culture. HR is responsible for these issues and we must take our rightful place at the table.
We must also challenge the status-quo and established thinking.
Today, if we were to design local government or many other public services from scratch, they would look and function very differently.
Many of the things that exist have been created by incremental changes rather than a radical reimagining. HR must demand that organizations wipe the slate and transform fundamentally to meet future needs.
To successfully drive transformation, it is important to understand the extent of the change. HR must evaluate how reorganisation impacts people, structures and service delivery. Data-driven insights are used to assess workforce planning, skill gaps and cultural dynamics, while taking into account the financial and operational realities of change.
It is not sufficient to have a simple understanding.
HR must transform knowledge into a clearly defined programme of action. We must move beyond policy enforcement and compliance to become architects of change. We must apply principles similar to zero-based planning and rethink the organisational design. Only the most effective tools should be selected, while outdated practices are discarded. If we want to create agile and future-ready organizations, this kind of radical thinking will be essential.
The development of leadership and culture is at the core of this transformation. HR is responsible for equipping leaders with skills to navigate through change. Leadership in the transformed public sector will require new competencies–digital fluency, organisational psychology, and change management are as important as financial and service delivery expertise. Culture is more important than structural changes to drive transformation. We must take the lead in fostering a culture that values adaptability, accountability, and collaboration.
The workforce of the future will require new skill sets. HR must be the champion of reskilling programs that emphasize digital capabilities, innovations, and new working methods. Collaboration must extend beyond the traditional HR boundaries. To face change in a more holistic and bold way, we must work closely together with leaders from IT, finance and service.
HR must be seen as more than just a support function. It is a key strategic driver. We must change the narrative that we are administrators and not partners in transformation. This means HR must be positioned as an enabler, not a gatekeeper. We need to work with the technology team to integrate digital transformation in workforce planning. We also need to partner with finance and align workforce investments to long-term goals. And we must work with operational leaders to make sure that any changes to service delivery are supported with the right people strategies.
Financial shortfalls and operational breakdowns are the most obvious signs of failure in an organization. These failures, however, are almost always the result of leadership and people challenges. HR must accept this reality and take on the role of guardian for organisational resilience. We cannot blame anyone else for our inability to influence if we don’t take on this challenge.
In the past, HR was a profession that often doubted its own abilities. Truthfully, we play a vital and unique role in shaping future public policy. It is time to demonstrate the strategic importance of HR – not waiting for recognition but by showing our value in action.
In uncertain times, those who invest in the understanding of emerging technologies, try out new approaches for talent and develop capabilities in leadership in change will thrive. These colleagues will also help their organizations deliver better public service.
HR should seize the opportunity to be at the forefront of thinking about public sector reorganisation and sustainability. HR must be at the forefront of this transformation. The public sector is undergoing a rewiring, and HR is responsible for ensuring that it is a part of the process. We will only be responsible for our own failure to make ourselves essential in these discussions.
